EVP – Supply Chain — Cybersecurity Hub

The mandate

A Manila cybersecurity hub relies on a dense supply network of software licences, threat-intelligence feeds, cloud services, specialist contractors, hardware and incident-response retainers. Charges to global businesses recover these costs through broad percentages, concealing unused entitlements, shared dependencies and the premium paid for emergency demand. A proposed chargeback redesign has exposed weak ownership at the same time the existing supply leader is leaving.

The EVP – Supply Chain will govern third-party expenditure and performance within a services perimeter of approximately PHP 26 billion and an operating community of about 2,200 employees and partners. The role covers category strategy, sourcing, supplier risk, licence economics, demand governance, contracting and continuity. Cyber leaders specify security outcomes; legal and privacy specialists define obligations. The EVP must translate those requirements into resilient, contestable supply arrangements.

Conventional procurement savings can create unacceptable cyber risk, while urgency can be used to avoid commercial discipline indefinitely. The appointee must distinguish genuine sole-source technology and incident needs from habits, price shared capability transparently and ensure alternate arrangements are operationally usable rather than clauses in a contract.

Supplier access is itself part of the threat surface. Contractors and vendors may hold privileged credentials, diagnostic data or remote support routes long after the original engagement changes. The EVP must ensure commercial records connect to identity, asset and offboarding controls and that subcontractors cannot appear without approved visibility. Renewal decisions should consider incidents, access hygiene and responsiveness alongside price. Where a supplier cannot meet evidence requirements, continued use needs an explicit accountable risk decision rather than an undocumented procurement exception.

The function will also prepare for supplier distress. Payment terms, financial monitoring and escrow arrangements must translate into an executable continuity playbook, with named technical owners and current contact routes. The EVP should know which services can tolerate delayed support and which require immediate substitution or internal capability.

Why this seat is open

The incumbent EVP is leaving sooner than the succession plan allowed. A procurement director is maintaining approvals but cannot reset supplier architecture or represent supply risk in chargeback decisions. The urgent replacement process is intended to identify a successor within six to eight weeks. The transition is unrelated to a disclosed supplier or conduct event.

What you will own

• Map every material cyber supplier, entitlement, service owner, data exposure, dependency and exit constraint.
• Build category strategies for security software, intelligence, cloud, specialist labour and response capacity.
• Create consumption and cost drivers that allow shared services to be charged without hiding idle or duplicated commitments.
• Rationalise overlapping tools with security and architecture owners, preserving evidence for any deliberate redundancy.
• Establish expedited sourcing for genuine incidents with retrospective review and limits on continuing commitments.
• Test concentration, financial health, data handling and recovery of critical suppliers.
• Negotiate contracts for usable exit, portability, service evidence and surge conditions.
• Develop regional supply leadership and reduce dependency on brokers or individual vendor relationships.

The first 12 months

Within 45 days, the EVP will identify critical supply continuity risks, renewals and unowned spend. By day 90, the executive committee should see a reconciled supplier and entitlement baseline, immediate containment for unacceptable dependencies and principles for risk-sensitive chargeback.

Months four to nine will consolidate selected licences, renegotiate restrictive commitments and run recovery or substitution tests for the most critical suppliers. Urgent buying will move through a controlled route. Two global businesses will pilot consumption evidence and choices under the new service economics.

At year-end, addressable third-party run cost should fall by 12%, unused priority entitlements by 30% and off-contract cyber spend by 70%. All critical suppliers should have current risk assessments and tested continuity or board-accepted exceptions. Savings must not coincide with deterioration in severe-incident response or security coverage.

What the board will measure

• Supply visibility and decision quality across licences, services, specialists and contingency capacity.
• Verified cost release separated from transferred spend or weakened resilience.
• Reduction in uncontrolled urgency and unmanaged sole-source dependence.
• Supplier recovery, exit and evidence proven in practice.
• Talent, ethics and succession within the regional supply organisation.

The person

You are a technology-supply, cyber procurement or strategic-sourcing executive who has operated where third parties form part of the control environment. You can challenge security specifications commercially without substituting your judgement for the accountable risk owner. Relevant backgrounds include cybersecurity, cloud, financial services, telecommunications and critical technology.

You bring 18–22 years of experience and have governed at least PHP 15 billion equivalent in supplier or service scope while supporting an organisation of 1,550 employees or more. Evidence should include a sole-source position you changed, a supplier resilience test and an emergency procurement whose long-term exposure you later unwound.

This position is onsite in Manila with regional supplier travel.

Compensation and terms

Base compensation is PHP 14–19 million plus annual incentive. Outcomes will cover resilient supply, verified cost, entitlement use, controlled urgency and leadership depth. Savings that weaken approved security outcomes will not qualify. Final terms reflect current mix and experience and require full conflict and supplier-relationship disclosure.

Confidentiality

Suppliers, tools, commercial exposures and served businesses are security-sensitive and withheld. Specific information follows qualification and mutual confidentiality. Applicants must not use the Manila location or approximate spend and workforce to infer or approach a possible organisation.